TALKING

The framework was created collaboratively, with input from experts in over 20 countries. How did that diversity shape the model?

That diversity is one of the framework’ s greatest strengths. Law is deeply tied to the cultural and regulatory fabric of each country, which shapes how markets perceive innovation. Working with experts from over 20 countries – including the US, Brazil, Canada, Japan, Hungary and India – gave me a broad view of how GenAI is approached globally. And honestly? Despite cultural and structural differences, the same mistakes are being made everywhere.

Paulo Silvestre De Oliveira Junior, Director of Innovation and Development, Buttini Moraes Advogados and founder of Absense Tecnologia and IT Legal Experts – Innovation & Technology

Large firms often believe their size and reputation protect them from change – until internal bureaucracy stifles their innovation capacity. Smaller firms, knowing they must innovate to survive, often fall into the trap of thinking technology alone will solve their problems, without building solid processes first. Some markets blame regulatory barriers; others simply pretend the digital shift can still be postponed. In the end, technology isn’ t the real challenge – mindset is.

healthcare are already exploring it. What I foresee is an evolution of this model tailored for data-heavy, high-analysis industries. What began in law could well become a standard across many sectors.

Many lawyers still perceive GenAI as a threat. How do you respond to that resistance?

Resistance to change is nothing new. But we need to understand that GenAI wasn’ t built to replace lawyers – it was built to amplify them. It doesn’ t interpret legal nuance, build trust with clients, or craft legal strategy. What it does – and does exceptionally well – is

I’ ve seen firms spend a fortune on cutting-edge AI tools only to use them as overpriced“ faster Googles.” Others try to adopt GenAI without any form of knowledge management in place. This has nothing to do with firm size or geography.

That understanding was crucial to ensuring this model didn’ t become just another elegant theory, but a practical tool that delivers real value. It wasn’ t built to say use AI – it was built to show how to use it strategically, avoiding the same costly, repeated missteps we see around the world.

If you could offer one piece of advice to a firm that hasn’ t yet begun its journey with GenAI, what would it be?

Stop waiting for the perfect solution. GenAI isn’ t a project – it’ s a continuous transformation. My advice? Start

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